Dr. deb hedderly leading change presentation
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Dr. deb hedderly leading change presentation
- 1. LeadingChange Presented for Embassy Management LLC Dr. Deb Hedderly September 20, 2013
- 2. Learning Outcomes Why Dr. Deb and Change? Answer the question, “Why Study Change?” Understanding Internal and External forces that drive change Understanding John Kotter’s 8 Steps to Change How do I apply these steps with a current change initiative or new opportunity?
- 4. Forces of Change External Demographic characteristics Changing demands of people with disabilities Technological advances State Regulations Funding Process
- 5. Forces of Change Internal Organizational Restructuring Reporting procedures Acquisitions Systems/Process Changes Low Job Satisfaction
- 6. Types of Organizational Change Adaptive Change Innovative Change Radically Innovative Change Reintroducing a Familiar Practice Introducing a New Practice Introducing a New Practice to the Industry Low High Degree of Complexity and Resistance to change
- 7. Why Change Efforts Fail No sense of urgency Lack of a guiding coalition Lack of a powerful vision Under-communicating the vision- the goals
- 8. Why Change Efforts Fail Failure to remove obstacles Failing to celebrate along the way Declaring victory too soon Neglecting to anchor the change in the corporate culture
- 9. How to make your change effort successful? Follow the multi-step process that creates the motivation to overcome obstacles Make sure the process is driven by quality leadership and management in partnership
- 10. Leading Change – Step 1 Establish a Sense of Urgency Uncomfortable with status quo Hold managers accountable Share information at all levels Talk about future opportunities
- 11. Leading Change – Step 2 Create the guiding coalition Positional power Expertise Credible individuals – emergent leaders Trust Sufficient change leadership
- 12. Leading Change – Step 3 Develop a vision and strategy Clarify direction Motivate people to take action Coordinate efforts quickly & efficiently “If you can’t describe your vision to someone in five minutes and get their interest, you have more work to do in this phase of a transformational process.”
- 13. Leading Change – Step 4 Communicate the change vision Meetings, newsletters Analogy & metaphor Address inconsistencies Answer questions
- 14. Leading Change – Step 5 Empower broad-based action Change structure Provide needed training Align information systems and people Hold managers accountable & remove managers who get in the way
- 15. Leading Change – Step 6 Create short-term wins Provide evidence – change is worth it Reward the change agents Gives credibility to change initiative Provides evidence it’s working Builds momentum Neutralizes the “nay-sayers”
- 16. Leading Change – Step 7 Consolidate gains and produce more change Celebrate wins and push for more and bigger change People are promoted or brought in Leadership continues to communicate the vision Leadership from all levels Duplicity is eliminated
- 17. Leading Change – Step 8 Anchoring new approaches in the culture New approaches – better than the old Support from guiding coalition Key people changes Promotion and reward systems
- 18. Leading Change – John P. Kotter “Organizations of the future will survive if they can manage change successfully with a flattened hierarchy, managers that can lead, policies and procedures that support customers, systems that distribute performance data throughout the organization, where training and development of people is valued and the culture is externally oriented, empowered, quick to make decisions, open and more risk tolerant.”
- 19. Activity Identify one possible change initiative or opportunity Is there currently a sense of urgency? Identify who would be part of the guiding coalition Remember the ratio – 4:1 Draft a vision statement Outline how this vision would be communicated Face to face or using technology or both? What needs to be done? Start to draft an action plan
- 20. Resources for Leading Change Biech, E. (2007). ThrivingThrough Change: A Leader’s Practical Guide to Change Mastery Cohen, D. (2005). The Heart of Change Field Guide:Tools and Tactics for Leading Change inYour Organization Gilley, A. (2005). The Manger as Change Leader Kotter, J. (2012). Leading Change Kotter, J. (2012).The Heart of Change: Real Life Stories of How People ChangeTheir Organizations
Notas del editor
- According to a recent book published in 2001, Leading Change in Healthcare, the authors state the following: “The short answer is that you cannot look anywhere in healthcare today without confronting the need for major organizational change.” Change may be needed to improve the safety of the individuals that you support, improve your customer service or reduce health disparities, to restructure delivery of your services, or provide better support at a lower cost . Healthcare organizations, must move away from the top-down view of organizational change.”
- 1st: The biggest mistake organizations make is not creating a sense of urgency. Instead, the organization is complacent to the reason or vision for change. The harder the leader pushes for change without establishing a sense of urgency, the more the anxiety rises and the more resistance sets in.2nd: Unless the head of the organization is a driving force of the change, and unless he/she builds a team that is committed to the change, resistance will prevail. Individuals alone, no matter how powerful or influential are inefficient to create a major change effort.3rd: Although a sense of urgency and a powerful coalition is important to a change effort, nothing is more powerful than a clearly communicated vision. Vision is a key element as it aligns, directs and inspires actions on the part of the people. Without a vision, any transformational effort will dissolve, be confusing or simply not go anywhere. A clear vision should be able to be communicated succinctly and create an understanding and interest on the part of the organization. 4th: Not only must the vision be clear, it has to be communicated over and over and over again in both words and deeds. Nothing undermines a change effort more than when words and deeds are inconsistent with the vision of the leader.
- 5th: There are many obstacles that may block a change effort. Sometimes it is the organizational structure, sometimes rewards and benefits. Many times managers refuse to adapt and are inconsistent in behavior, creating confusion. The leader must remove any and all obstacles for the change effort to be successful.6th: Real transformation takes time. Sometimes 18 months to 5 years for major cultural transformation. Because of this, there must be short term goals to meet and celebrate. Without short-term wins, too many people will give up or join the resistance movement. They must constantly be reminded, WIIFM.7th: Since major transformation can take years, any suggestion that the job is done can create apathy and even resistance. The changes that are made must be reinforced and monitored by the guiding coalition. If the organization starts celebrating before the change is complete, the actual effort could cease. It’s like stepping into quicksand. 8th: And last, the new norms must be embedded in the behaviors and shared values of the organization so that they are natural. The management must demonstrate that the change is anchored in the corporate culture and can withstand challenges and setbacks.